1. Can you please share with us your current position/job and profile of the organization you work for?
I am Stéphane Cohen, founder and President of Hublo, a French mission-driven professional textile care company created in 2020. Hublo operates four premium dry-cleaning and laundry locations in Paris, with collection and delivery services for private customers, companies and leading luxury and fashion brands. Our ambition is to combine textile craftsmanship with technology, data and artificial intelligence to make garment care more reliable, transparent and sustainable, while always keeping the final decision in the hands of the textile care professional.
2. In which countries and market sectors of Professional Textile Care did you work and did you gained experiences?
My direct operational experience in Professional Textile Care has mainly been developed in France, particularly in Paris, across premium dry cleaning, home collection and delivery, professional laundry, corporate uniforms, luxury retail, fashion, events and hospitality. I am also Vice-President of the French Federation of Dry Cleaners and Launderers and a Board Member of CTTN, the French technical centre for textile care. Through these roles and CINET, I also gain broader exposure to European and international markets, regulations, technologies and business models.
3. Could you please describe the most important characteristics and trends of the current PTC markets in terms of customer/market demand characteristics and trends?
The market is increasingly polarized. Some customers are highly price-sensitive and compare professional care with domestic washing; others seek expertise, convenience and reassurance, especially for valuable or delicate garments. Customers expect easy ordering, collection and delivery, clear deadlines, tracking and fast support, but trust remains decisive. Companies and fashion brands increasingly require multi-site reliability, traceability, reporting and consistent quality. Sustainability matters, but clients expect evidence rather than general claims. At the same time, the industry faces a serious shortage of skilled textile professionals.
4. What do you see as the most important success factors for todays PTC companies?
The first success factor is trust: garments must be correctly identified, treated and returned on time. The second is operational excellence, including consistent quality, traceability and transparent incident management. Successful companies must also combine textile expertise with technology that simplifies the customer journey, improves productivity and supports better treatment decisions. Finally, they need a clear position in the market. Competing only on price is difficult; lasting value comes from expertise, convenience, sustainability and a strong customer relationship.
5. What are your organization objectives and when would you consider your organization to be successful?
Our objective is to make Hublo a leading premium textile care company, first in France and then in Europe, without losing craftsmanship as we grow. Our model combines skilled professionals, efficient operations, responsible processes and proprietary technology. We will consider Hublo successful when the same high quality is delivered across every location, our technology genuinely helps professionals make safer decisions, and customers clearly recognize the value of professional care. Success also means profitability, attractive jobs, stronger textile skills and longer garment life.
6. What do you consider the most important future demands of clients in PTC markets?
Clients will expect professional textile care to be simpler, faster, more transparent and more personalized. They will want to know where their garments are, when they will return, how they were treated and what risks were identified. Technology, data and artificial intelligence will be expected to identify materials, assess risks and recommend the most appropriate treatment, replacing approximate or inconsistent decisions with safer and more reliable care. The professional must retain the final decision. Clients will also demand measurable evidence on water, energy, chemicals, logistics and garment life extension.
7. What are key issues for the PTC companies to fulfill future demands of clients and PTC markets?
The main challenges are skills, investment and data quality. The industry must preserve textile expertise, attract a new generation and invest in equipment, traceability, automation and artificial intelligence. AI will only improve decisions if companies collect reliable information on garments, materials, treatments, incidents and results. PTC companies should also provide real-life data to manufacturers, retailers and fashion brands so they can understand how fabrics and constructions behave and improve durability. Finally, the industry must deliver consistent quality and prove that professional care protects garment value.
8. How important is sustainability / circularity for your current business performance and what do you do to improve your performance as an organization?
Sustainability and circularity are central to Hublo. The first environmental benefit of professional care is extending garment life and avoiding unnecessary replacement. We reduce our direct impact through bio-based detergents, lower-impact processes, optimized water and energy use, reusable covers and cargo-bike logistics whenever possible. We are also working on microfiber reduction and research into garment wear. Our technology and data should help select the safest and most efficient treatment, reducing unnecessary processing, damage and waste, although impact measurement still needs to improve.
9. Do you see sustainability as an important driver for (new) business or as a factor for saving costs?
I see sustainability as both a business driver and a source of efficiency, but above all as a strategic opportunity. Companies and fashion brands increasingly expect measurable environmental commitments. Extending garment life, reducing water and energy use, limiting chemicals and improving logistics can create a competitive advantage. Sustainability can also lower costs through better process control, fewer errors and less damage. Its greatest value, however, is the opportunity to create new services, strengthen trust and establish professional textile care as an essential part of a circular textile industry.
10. Do you see technical innovation as a key factor to enhance your business performance, and what technologies are essential to provide sustainable and profitable PTC services in the future?
Technical innovation is essential when it improves quality, productivity and trust. Key technologies include end-to-end garment traceability, connected production tools, automated quality control, digital customer platforms and better measurement of water, energy and chemicals. Artificial intelligence can help identify materials, detect risks, recommend treatments and capitalize on professional expertise, without replacing human judgment. Reliable data will also allow PTC companies to improve their processes and provide fashion brands with real-life feedback. The objective is technology that reduces errors, increases consistency and supports sustainable profitability.
11. What do you see as the most important innovations of the (near) future and how do you believe these innovations will change the way the industry operates?
The most important innovations will combine artificial intelligence, computer vision, connected equipment and lower-impact cleaning technologies. AI and image recognition will help identify garments, materials, stains and risks before treatment, while learning from previous results and professional expertise. Connected machines will collect data on programmes, water, energy, chemicals and outcomes, making performance easier to compare and improve. We will also see progress in microfiber filtration, automated quality control and traceability. The industry will move towards shared, measurable textile knowledge, while skilled professionals remain essential.
12. According to many publications, a transformation of the PTC industry towards more customer and IT driven processing, is seen as essential to be successful in the future. What is your policy to adapt your business/service model to changing market demands?
Our policy is to combine a highly customer-focused service model with data-driven operations. We are developing a seamless experience across stores, collection and delivery, digital ordering, tracking, communication and invoicing. Operationally, we standardize processes, improve traceability and centralize data across locations to identify recurring issues and deliver consistent quality. We are integrating AI to identify garments and materials, assess risks and recommend treatments, while the professional retains final responsibility. New tools are tested in real operations before wider deployment; digitalization must serve quality and scalability.
13. We have seen an enormous increase in scale of operation of PTC companies. Do you see there will be attractive opportunities also for the more smaller companies and what is needed for small companies to be successful?
I believe many small independent PTC companies will disappear or be absorbed by larger groups. The industry requires growing investment in technology, traceability, equipment, sustainability, training and customer service, which many small operators cannot finance or manage. Trust will also depend increasingly on clear processes, reliable quality, digital tracking, fast communication and measurable commitments. Small businesses may survive if they are highly specialized or join a larger network that provides technology, data, purchasing power, training, marketing and common standards. The market will therefore become increasingly consolidated.
14. How do you feel the PTC industry can take more market share in the markets of textile cleaning, compared to domestic washing?
The industry will not gain market share by competing with domestic washing on price. It must demonstrate the value of safer treatment, better stain removal, higher quality finishing and longer garment life. The experience must also become easier through digital ordering, collection and delivery, clear pricing, tracking and fast communication. Technology and AI can strengthen trust by identifying materials, assessing risks and recommending the right care. Closer cooperation with manufacturers and fashion brands can integrate professional care into the garment’s life cycle, from sale to after-sales service.
15. What do you see as major opportunities for the professional laundry and cleaning industry for the longer term future?
The first major opportunity is garment life extension. Professional care can help products remain in use for longer and become an essential part of circularity. A second opportunity is closer cooperation with brands, retailers and manufacturers through after-sales care, repair, cleaning and real-life product data. AI, computer vision, traceability and connected equipment will improve decisions, consistency and productivity. New models will also grow, including subscriptions, collection and delivery, corporate services, multi-site contracts, repair, resale preparation and services for rental or second-hand platforms.
16. What do you see as major threats for the PTC industry in the coming years?
The first threat is the decline of skilled labour, as the industry struggles to attract, train and retain qualified professionals. The second is underinvestment: companies that do not adopt better equipment, traceability, digital tools, AI and customer service may quickly lose credibility. Price pressure is rising while labour, energy, rent and regulatory costs increase. Inconsistent quality or poor communication can also destroy trust through online reviews and social media. Fast fashion, lower-quality garments and unrealistic care labels add complexity, while environmental regulation will challenge companies unable to adapt.
17. What would you say industry (inter-)national associations should do to support the PTC industry professionally, now and in the future?
Industry associations must help companies anticipate change rather than merely react. They should provide practical support on regulation, sustainability, technical standards, training and investment, while preserving textile expertise and creating attractive career paths. They should also make technology more accessible through shared tools, common data standards, technical partnerships and pilot projects in traceability, AI and environmental measurement. Associations must represent the industry more strongly with governments, fashion brands and consumers, and cooperate internationally to promote professional care as essential to garment durability and circularity.
18. What is your vision on the future perspective of the industry?
I believe the PTC industry will become more consolidated, technological and connected to the wider textile value chain. Professional care will no longer be seen only as a local cleaning service, but as a key part of garment durability, after-sales service, circularity and product knowledge. AI, traceability and connected equipment will improve consistency and help preserve professional expertise. PTC companies will also provide real-life data to brands and manufacturers. The future belongs to companies that combine scale, technology and data with genuine textile expertise and strong human relationships.
19. What is your key-message to your professional PTC colleagues for now and in the future?
My message is simple: we must stop seeing ourselves only as cleaners and start seeing ourselves as guardians of garment value. Expertise alone will not be enough; we must invest in people, technology, data, sustainability and customer trust. AI and digital tools should help professionals make better decisions, reduce errors and share knowledge, not replace them. We must work more closely with brands, manufacturers and retailers. Companies that invest, cooperate and act early can transform the industry; those that remain isolated and resist change will struggle.
